Operacionalizar uma estratégia

Os trechos que se seguem foram retirados de "Having a Goal Is Not the Same as Having a Strategy. Here's Why":

"Strategy defines how you will approach the market and differentiate yourself. Without a clear strategy, you will be dependent on trends and the forces of your market. [Moi ici: Recordar as últimas palavras do postal de ontem "Como dizia Ortega y Gasset, as PME não podem ser como aqueles que vivem e são em cada instante o que já são, sem esforço de perfeição em si mesmas, bóias que vão à deriva."]

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Unfortunately, many people confuse setting a goal with having a strategy. A goal is a target you want to hit.
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A strategy is how you're doing to do that. It defines the set of choices and moves that you're going to make over a period of time to achieve that goal."

Como formular uma orientação estratégia e criar um plano para a operacionalizar:

"1. Make predictions about the future.
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The first thing you need to do in any strategic planning effort is to predict future trends. The key here is to be able to read the current market, industry, and macro trends that are at play and extrapolate them into the future. [Moi ici: Reecordar a cláusula 4.1 da ISO 9001. Determinar o contexto externo e interno]
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2. Decide on a key set of moves.
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Once you have your market assessment, you can start developing your key moves. Essentially, these are the ways you are going to respond to the pending changes in the market that will put you in the best position for your business and your customers.
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3. Define your critical capabilities and policies.
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Once you have planned your moves, you need to define the capabilities and policies that will allow you to implement those moves. These are the core capabilities you need to develop and the actions you are going to take, and, more importantly, the actions you are not going to take.
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Once that is mapped out, we then look at the projects and tasks that need to be completed each quarter to make the new strategy relative. This includes all of the milestones for the capabilities and policies defined in step three. This sets clear goals for implementing strategy on a quarter-by-quarter basis.
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This last step is what most companies miss. They come up with a brilliant strategy, but fail to create a realistic plan for how to implement it. [Moi ici: Recordar o que escrevemos aqui sobre a criação das iniciativas estratégicas... recordar "Transformar uma empresa de forma alinhada com a estratégia (parte VIII)"]